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[object Object],[object Object],Ian Miles  Manchester Institute of Innovation Research Manchester Business School University of Manchester Ian.Miles@mbs.ac.uk
Outline: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
3 Fs ,[object Object],[object Object],[object Object]
Futures Studies ,[object Object],[object Object]
Foresight ,[object Object]
Futures Studies Networking Priority    Informing Setting   Decisions Three Facets of Foresight Prospectives Participation FORESIGHT Planning
Why has Foresight taken off? ,[object Object],[object Object],[object Object],[object Object],[object Object]
What sort of Business Foresight? ,[object Object],Economic forecasts Market trendspotting Technology watch Business environment scanning Geopolitical outlook Labour market assessment Risk analysis
 
Few overviews … ,[object Object],[object Object],[object Object],[object Object]
Foresight for What? ,[object Object],Economic forecasts Market trendspotting Technology watch Business environment scanning Geopolitical outlook Labour market assessment Risk analysis
Knowledge of Actual and Potential Evolution Competitors Clients Suppliers Collaborators Regulators Financiers Markets Social & Institutional Env Natural & Physical Env Process Technology Management Organisational Structure/ Design Routines Techniques Human Resources Product Technology & Design Health and Safety  Sustainability Business Ethics CSR Science & Technology Location
Knowledge of Actual and Potential Evolution Internal Environment External Environment Strategies Formal versus informal foresight; Routine versus emergency; Internal “versus” External   Trend detecting and watching – main trends, weak signals Envisaging possible and plausible futures Opportunities as well as challenges - Coping with, changing, creating the future
Functions of Foresight Public Relations Building Markets Influencing other stakeholders – Regulators, financiers, business partners,  Standards-setters… Building a shared vision of a desirable future – or one to avoid at all costs Selecting priorities Designing strategies, assessing robustness Different functions may require different legitimation and expertise Exchanging knowledge, creating awareness
Swiss Re - SONAR
Swiss Re - SONAR
Why Scenarios? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Some examples
Shell ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Daimler Chrysler From Frank Ruff
Daimler Chrysler From Frank Ruff
The point being… ,[object Object],[object Object],[object Object],[object Object],[object Object]
Can managers afford NOT to? ,[object Object],[object Object],[object Object]
What is a scenario? ,[object Object],Image of the Future  vs  Future   History
Contrasts Scenarios, Vignettes, Profiles: Scenario  –  covers a wide range of features of the future, provides a multidimensional overview. Vignette  -  illustrates one element of the scenario in detail, usually through a narrative. Focuses on one dimension, others contextual. Profile   -  skeletal description of future in terms of key parameters.
Dual meaning ,[object Object],histories Now:   where are we, what should we do... FUTURE   HISTORY  -   description of a future course of events, sequence of developments, often highlighting key events, decisions, or turning points Image A Image B Image C
Two classic  approaches ,[object Object],histories Now:   where are we, what should we do... FUTURE   HISTORY  -   description of a future course of events, sequence of developments, often highlighting key events, decisions, or turning points Image A Image B Image C “ Exploratory”; outward; forecasting “ Normative”; inward; backcasting
Dual meaning ,[object Object],histories Now:   where are we, what should we do... FUTURE   HISTORY  -   description of a future course of events, sequence of developments, often highlighting key events, decisions, or turning points Image A Image B Image C “ Exploratory”; outward; forecasting “ Normative”; inward; backcasting Starting from the present   Starting from the future What next? What if? Where to? How to?
And more.. ,[object Object],histories Now:   where are we, what should we do... FUTURE   HISTORY  -   description of a future course of events, sequence of developments, often highlighting key events, decisions, or turning points Image A Image B Image C “ Exploratory”; outward; forecasting “ Normative”; inward; backcasting Starting from profiles   What alternatives? Profile-based approaches
[object Object],Choosing Scenarios
Why do scenario analyses? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why do scenario analyses? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Multiple  scenario analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Illustration: Scenarios in UK Foresight ,[object Object],[object Object],[object Object],UK 2010  - a social  scenario study within UK Foresight
Scenarios in UK Foresight - deskwork One future – illustrated with vignettes – but these were labelled scenarios. (For a period there were even videos of these “scenarios” on foresight.gov.uk) Common approach eg Coates  2025 This study by Scase – mainly based on deskwork ,[object Object]
Scenarios in UK Foresight 2/3 ,[object Object]
Scenarios Used in “Flooding and Coastal defence” Study So: scenarios used in one study can be used to “seed” work in other studies – deskwork and/or groupwork
Scenarios Used in “Flooding and Coastal defence” Study
Scenarios Used in “Flooding and Coastal defence” Study
Process ,[object Object],[object Object],[object Object]
[object Object],[object Object],Ian Miles  Manchester Institute of Innovation Research Manchester Business School University of Manchester Ian.Miles@mbs.ac.uk
Methods ,[object Object],[object Object],[object Object],[object Object],[object Object],Choice depends on objectives and resources
Methods ,[object Object]
Methods ,[object Object],Computer model – may be an established model (e.g. economy, demography); may be customised (e.g. adding tech. to economic); may be made to order.
Modelling e-skills
Examples of Methods ,[object Object]
Genius scenarios - Joseph Coates  2025 Early 2000s  – flat screens from office/domestic furniture or decorative tool for work & entertainment; International Global Warming Federation transfers technologies in response to global warming; breakthrough in battery technology for electric vehicles, giving range of 250 kilometres per charge; US formal industrial policy promoting greater industrial concentration; … US Energy Transition Act, mandating reduced energy use & providing tax incentives for switch to renewables; Human genes & functions fully matched, testing for susceptibility to genetic-based traits & diseases (many more are located than anticipated) with near certainty possible, eventually becomes routine. 2004 – Genetic Recording Act,  safeguards for people’s genetic information  reduces social resistance to genetics testing. 2006 – Authentication & Certification Act, requires  certification of images  with respect to authenticity or extent of doctoring. 2007 – Lima  Space Weapons Treaty , preserves space as a weapons-free zone. 2009 – Adoption of  global patent system . 2009 – ISO establishes  materials characterisation standards  covering composites & other advanced materials, enabling greater recycling & reclamation, easier materials choice & development of new applications.. 2010 – Recognition of  prenatal psychology  as a scientific discipline, establishment of practices of prenatal  intervention for mental stimulation & personality shaping. 2010s – Rise of the Quality of Life movement , emphasising improved everyday life, aesthetics & amenities of home & community.
Methods ,[object Object],[object Object],[object Object]
1970s WORLD FUTURES: THE GREAT DEBATE  –  Deskwork Example ( Inward  Scenarios) Futures capturing major controversies in literature - not necessarily desirable futures :  thus a PROFILE approach Profile 1 Profile 3 Profile 2 Profile 4 High Growth Low Growth How could world economic development mean: What would  it be like? How do we  get there? Worldviews Low Equality High Equality
Deskwork – advantages, limitations ,[object Object],[object Object],[object Object],[object Object],[object Object],Deskwork often stand-alone, but also often designed as input to groupwork
Methods ,[object Object],[object Object],[object Object],[object Object]
Clustering  Outward  Scenarios from Survey Responses IT Futures Surveyed ,[object Object],[object Object],[object Object],Pace of Change:  Faster Slower Results of  Change  more: Negative   Positive 1  2 3  4
Methods ,[object Object],[object Object],[object Object],[object Object],[object Object]
Scenario Workshops in Foresight ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Workshops ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Planning the Scenario Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Workshop Process ,[object Object],[object Object],[object Object],[object Object]
Common Workshop Approach - Exploratory, Outward ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Pathways diverge according to varying Events/Trends Select alternatives by major uncertainties/ groups of drivers Current Situation A B C
Common Workshop Approach - Exploratory, Outward ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Pathways diverge according to varying Events/Trends Select alternatives by major uncertainties/ groups of drivers Current Situation STEP 2: identify drivers – brainstorming (and prior work) STEP 1: immersion in topic – e.g. presentations STEP 3: select drivers around which to structure scenarios STEP 4: develop scenarios STEP 5: analyse scenarios  A B C
Another  Common Workshop Approach – Profile-based ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Pathways diverge – what are the key Events/Trends here? Main alternatives based on profiles, though may need to select alternative instantiations Current Situation STEP 2: identify drivers – brainstorming (and prior work) STEP 1: immersion in topic – e.g. presentations STEP 4: elaborate profiles by describing in terms of  drivers etc. STEP 5: analyse scenarios implications   STEP 3:introduce profiles A B C
Common Workshop Approach for Profile-based  scenarios:  IAF adaptation of GBN scenarios for workshops: ,[object Object],[object Object],[object Object],[object Object]
Some examples (1) ESRC Genomics Scenarios
Project Overview ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Multiple Approaches for Determining Priorities
Framework for thinking about social research in relation to scientific (and other?) knowledge: Research can examine Social Structures, Processes, and Relations contributing to and resulting from: The production and ‘distribution’ of knowledge The application of knowledge in new products, processes, etc The social reception of knowledge in cultural discourse, etc The utilisation of new products and processes to achieve social and economic ends; influences on users and subjects of knowledge and associated instrumentalities
Key Drivers of Genomics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Scenarios ,[object Object],[object Object],[object Object],[object Object],[object Object]
Themes from Discussion of  Social Science Thematic Priorities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Social Science Research Priorities – How?  & What? How?: Priorities related to Research Organizations and Process  What?:  Priorities related to Genomics Research Issues for Social Science:
Social Science Research Priorities – How? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Social Science Research Priorities – What ? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Social Science Priorities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
End of Presentation

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Scenarios for business and policy

  • 1.
  • 2.
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  • 6. Futures Studies Networking Priority Informing Setting Decisions Three Facets of Foresight Prospectives Participation FORESIGHT Planning
  • 7.
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  • 9.  
  • 10.
  • 11.
  • 12. Knowledge of Actual and Potential Evolution Competitors Clients Suppliers Collaborators Regulators Financiers Markets Social & Institutional Env Natural & Physical Env Process Technology Management Organisational Structure/ Design Routines Techniques Human Resources Product Technology & Design Health and Safety Sustainability Business Ethics CSR Science & Technology Location
  • 13. Knowledge of Actual and Potential Evolution Internal Environment External Environment Strategies Formal versus informal foresight; Routine versus emergency; Internal “versus” External Trend detecting and watching – main trends, weak signals Envisaging possible and plausible futures Opportunities as well as challenges - Coping with, changing, creating the future
  • 14. Functions of Foresight Public Relations Building Markets Influencing other stakeholders – Regulators, financiers, business partners, Standards-setters… Building a shared vision of a desirable future – or one to avoid at all costs Selecting priorities Designing strategies, assessing robustness Different functions may require different legitimation and expertise Exchanging knowledge, creating awareness
  • 15. Swiss Re - SONAR
  • 16. Swiss Re - SONAR
  • 17.
  • 19.
  • 20. Daimler Chrysler From Frank Ruff
  • 21. Daimler Chrysler From Frank Ruff
  • 22.
  • 23.
  • 24.
  • 25. Contrasts Scenarios, Vignettes, Profiles: Scenario – covers a wide range of features of the future, provides a multidimensional overview. Vignette - illustrates one element of the scenario in detail, usually through a narrative. Focuses on one dimension, others contextual. Profile - skeletal description of future in terms of key parameters.
  • 26.
  • 27.
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37. Scenarios Used in “Flooding and Coastal defence” Study So: scenarios used in one study can be used to “seed” work in other studies – deskwork and/or groupwork
  • 38. Scenarios Used in “Flooding and Coastal defence” Study
  • 39. Scenarios Used in “Flooding and Coastal defence” Study
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  • 47. Genius scenarios - Joseph Coates 2025 Early 2000s – flat screens from office/domestic furniture or decorative tool for work & entertainment; International Global Warming Federation transfers technologies in response to global warming; breakthrough in battery technology for electric vehicles, giving range of 250 kilometres per charge; US formal industrial policy promoting greater industrial concentration; … US Energy Transition Act, mandating reduced energy use & providing tax incentives for switch to renewables; Human genes & functions fully matched, testing for susceptibility to genetic-based traits & diseases (many more are located than anticipated) with near certainty possible, eventually becomes routine. 2004 – Genetic Recording Act, safeguards for people’s genetic information reduces social resistance to genetics testing. 2006 – Authentication & Certification Act, requires certification of images with respect to authenticity or extent of doctoring. 2007 – Lima Space Weapons Treaty , preserves space as a weapons-free zone. 2009 – Adoption of global patent system . 2009 – ISO establishes materials characterisation standards covering composites & other advanced materials, enabling greater recycling & reclamation, easier materials choice & development of new applications.. 2010 – Recognition of prenatal psychology as a scientific discipline, establishment of practices of prenatal intervention for mental stimulation & personality shaping. 2010s – Rise of the Quality of Life movement , emphasising improved everyday life, aesthetics & amenities of home & community.
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  • 49. 1970s WORLD FUTURES: THE GREAT DEBATE – Deskwork Example ( Inward Scenarios) Futures capturing major controversies in literature - not necessarily desirable futures : thus a PROFILE approach Profile 1 Profile 3 Profile 2 Profile 4 High Growth Low Growth How could world economic development mean: What would it be like? How do we get there? Worldviews Low Equality High Equality
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  • 62. Some examples (1) ESRC Genomics Scenarios
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  • 64. Multiple Approaches for Determining Priorities
  • 65. Framework for thinking about social research in relation to scientific (and other?) knowledge: Research can examine Social Structures, Processes, and Relations contributing to and resulting from: The production and ‘distribution’ of knowledge The application of knowledge in new products, processes, etc The social reception of knowledge in cultural discourse, etc The utilisation of new products and processes to achieve social and economic ends; influences on users and subjects of knowledge and associated instrumentalities
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  • 69. Social Science Research Priorities – How? & What? How?: Priorities related to Research Organizations and Process What?: Priorities related to Genomics Research Issues for Social Science:
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